I am currently serving as the Chief Information Officer at Seward County Community College based in Liberal, Kansas. Here, I lead the IT department, managing various technology initiatives that align with the college's strategic goals to enhance operational efficiency and support educational excellence.
Currently engaged in orchestrating transformative IT solutions that enhance performance and maximize investment returns. My professional zone extends across constructing high-performance teams crucial for driving successful outcomes in IT software/product development, operations management, client management, and strategic planning.
My career path towards becoming CIO was forged through a combination of strategic roles and continuous learning. I started in technical roles, gradually transitioning to management where I led significant projects and teams.
Along the way, I earned a M.B.A, and a Ph.D. in Organizational Behavior as well as Project Management Professional (PMP), Program Management Professional (PgMP), Agile Certified Practitioner (ACP), and Risk Management Professional (RMP) from the Project Management Institute (PMI) which sharpened my strategic and operational capabilities, positioning me well for the leadership responsibilities of a CIO.
Aspiring Tech Leader Vision: From the onset, my vision encapsulated achieving a leadership role where I could influence technological innovations and decisions. This vision matured through years of rigorous engagement in various aspects of technology and leadership, aligning with my current role.
My aspiration has always been rooted in the drive to leverage technology to craft strategic advantages and foster business growth. The transformative role of a tech leader was not merely a career objective but a commitment to influence and steer tech-driven organizational success.
While I did envision myself in a tech leadership role, the specific position of CIO became a clear target as I progressed in my career, understanding the influence and responsibilities it entailed.
Over the next five years, the role of technology leaders is poised for dynamic shifts, primarily driven by accelerated digital transformation, cybersecurity challenges, and the need for sustainable technological deployments.
Leaders will need to navigate through increasing complexities of tech ecosystems while ensuring that their strategies align with global business resilience and innovative practices.
What skills do you think leaders of the future will need in order to thrive?
Leaders of the future will need a robust blend of technical and soft skills, including agility in managing diverse and remote teams, expertise in emerging technologies like AI and blockchain, and a strong acumen in risk management.
The proficiency in fostering an inclusive culture that promotes continuous learning and adaptability will be crucial.
Looking ahead, I am geared towards harnessing AI and machine learning to drive deeper business insights and create impactful user-centric solutions.
The ultimate aim is to lead strategic initiatives that not only propel organizational growth but also set new benchmarks in tech leadership.
One of the paramount challenges I encountered was leading the digital transformation for a century-old engineering firm. This involved a strategic overhaul of legacy systems, integrating process improvements, and adopting cutting-edge technologies.
By fostering a culture of inclusivity and efficient communication, we achieved a 97% increase in data accuracy and significantly reduced operational costs, ultimately driving the firm towards modern operational excellence.
"Leaders of the future will need a robust blend of technical and soft skills."
In preparation for emerging technologies, my focus is on integrating AI and machine learning solutions to enhance decision-making processes and improve operational efficiencies.
Anticipating the impact of these technologies involves continuous learning, adapting to new trends, and embedding agility into the core strategic processes of the organization.
In assessing and communicating the value and impact of technology initiatives within the framework of Conscious Leadership, it is essential to adopt an encompassing strategy that prioritizes measurable impacts aligned with the organization's broader values and ethical commitments.
Firstly, employing both qualitative and quantitative metrics is crucial. Responding to the evolving demands of a digital age, it is imperative that the leaders quantify mission-oriented goals such as customer engagement or employee satisfaction alongside traditional financial metrics. This dual assessment allows leaders to provide a holistic view of how technology impacts all areas of the organization, ensuring that every stakeholder understands the benefits clearly and comprehensively.
Secondly, communicating these impacts involves more than sharing numbers. Conscious Leadership emphasizes the necessity of transparency and ongoing dialogue. Using platforms that encourage interactive feedback can facilitate deeper understanding and engagement from all stakeholders. Leveraging digital tools to create transparent dialogue about technological impacts helps cultivate trust and builds a cohesive vision shared by the entire organization.
Lastly, these practices are critical not just for internal comprehension and alignment, but they also build the organization's reputation externally by demonstrating a commitment to ethical practices and long-term value rather than mere short-term gains. Upholding these principles of Conscious Leadership through thoughtful measurement and communication strategies ensures that technology initiatives are fully integrated into the organization's ethical fabric.
A big thank you to Dr Mark Bojeun from Seward County Community College for sharing his journey to date.
If you would like to gain more perspective from Tech Leaders and CIOs you can read some of our other interviews here.